| What are the most important characteristics for a productive coach-coachee relationship? |
Mutual respect and trust |
I think with mutual respect for each other, so I think honestly he… respects me clinically and I certainly respect his opinion. So I think if you have someone who is just a whack job and trying to give you feedback, that I think is not going to be too, well, super helpful. So I think that the mutual respect and I mean so I think commitment, mutual respect for each other but also having someone who is clinically competent.” (coachee, detractor)
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| Transparent communication about each surgeon’s intentionsa
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| Good rapport should be established between coach and coacheea
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I have a good rapport with him to begin with. So, I think that, and he and I, over the years, we’ve had either patients or clinical things where we’ve dealt with scenarios where things didn’t go right and we’ve–together, we’d worked through those issues before. So, I just think I had a good relationship with him where whatever he was going to tell me, since knowing him and knowing what his style was, I think that I was going to be receptive to whatever he was going to tell me.” (coachee, promoter)
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| Compatibility with communication styles and personalities |
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| Mutual commitment to the coaching partnership |
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| How should coach and coachee be matched up? |
Match coachee’s goals with coach’s strengthsa
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“I think probably the thing that we didn’t do well was really sit down and establish what those [goals] were on each end. But I think, we didn’t do it intentionally, but it just didn’t work out that way. I think we both went in there just as this was observing and sort of whatever we got out of it, we got out of it…I wasn’t clear on what it was I wanted [my coach] to focus on.” (coachee, detractor)
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| Similar clinical specialty (although benefits to different subspecialty)a
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“And I think it also is helpful—[coach] and I are both orthopedic surgeons, but [coach is] a hand surgeon and I'm a sports surgeon. So we don’t exactly do the same things. And I think it was helpful to have somebody a little bit outside of what my specialty is. I think if one of my colleagues that also did sports medicine was in the room with me, I think then you tend to be like, ‘Oh, well, I would use that screw instead of this.’” (coachee, promoter)
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Peer coaching: similar level of clinical experience, flat/no hierarchy. Expert coaching: coach has more expertise, and coachee has less expertise in selected performance topic, with increased risk for hierarchy |
“I think for young surgeons—and by young, I mean the first 5 years—[the coach] probably should be someone more senior. So I always think of surgeons at 5 years, 15 years, and above, those are my blocks. So I think if someone in the first 5 years, it’d be nice if there was someone maybe around the 10-year mark. And then for people in advanced stage, maybe someone more senior. I do think sometimes it’s good to be coached by someone younger but depending on what your coaching objectives are.” (coachee, detractor)
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| How should surgical coaches ideally be selected? |
Solicit coachee’s preferences in coach selectiona
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No quotation provided |
| Selection process by local leadership based on known expertise, reputation among peers, coaching ability |
“I think it's important to have people who are invested in this because I think if you have people who aren’t invested, I think it’s going to feel like another one of the things you have to do. So I think, really, some interest in doing it I think is going to be key… I do think people in leadership positions might be able to pick some folks out. And I think if you queried some reliable people in the OR, frankly, you might get some interesting opinions about who would be good at this.” (coachee, promoter) |
| Commitment/buy-in from the coach |
